CivicEngage CNW DraftEngagementStrategy 20161118-final · On Valentine’s Day 2015, the City asked residents to share their love for the community and engaged them in a conversation

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City!of!New!Westminster!!

Public!Engagement!Strategy!!

Recommended(for(Adoption(by(New(Westminster’s(Public(Engagement(Task(Force(November(2,(2016(

Table(of(Contents(

1.!Public!Engagement!in!New!Westminster!..................................................................!2!Why!a!Public!Engagement!Strategy!for!New!Westminster?!......................................!2!What!is!public!engagement?!....................................................................................!4!New!Westminster’s!current!engagement!practice!....................................................!7!What!we’ve!heard!from!the!public!...........................................................................!8!

2.!A!Vision!for!Public!Engagement!.............................................................................!10!Principles!for!public!engagement!in!New!Westminster!...........................................!11!What!does!good!engagement!look!like?:!Considerations!for!evaluation!.................!12!

3.! Task!Force!Recommendations!................................................................................!14!

Appendix!A:!Public!Engagement!Action!Plan!..............................................................!15!

Appendix!B:!Strategic!Framework!for!Public!Engagement!Initiatives!..........................!21!

Appendix!C:!Draft!Public!Engagement!Oversight!Responsibilities!for!Communications!

Division!......................................................................................................................!22!

References!.................................................................................................................!23!

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City of New Westminster – Public Engagement Strategy 2

1. Public'Engagement'in'New'Westminster!

Why!a!Public!Engagement!Strategy!for!New!Westminster?!

New(Westminster(is(a(vibrant(and(engaged(city.(People(in(New(Westminster(care(deeply(about(the(future(of(their(community(and(want(to(shape(it(together.(As(a(major(urban(centre(in(the(heart(of(BC’s(Lower(Mainland,(the(City(will(continue(to(face(many(fastLevolving(opportunities(and(challenges.(From(longLtime(residents(to(newcomers,(community(members(expect(to(have(a(say(on(questions(affecting(their(lives,(ranging(from(traffic(and(transit(policy,(to(housing(affordability,(to(community(identity.((

The(City(recognizes(the(need(to(respond(to(the(demand(for(high(quality(public(engagement—not(as(a(niceLtoLhave—but(as(a(central(component(of(how(the(City(does(business(and(delivers(services(to(community(members.(New(Westminster(is(committed(to(investing(in(new(ways(to(meaningfully(engage(the(public(in(order(to(meet(the(expectations(of(community(members(and(to(be(able(to(shape(New(Westminster’s(future(together(in(a(proLactive(and(positive(way.(In(January(2015,(Mayor(Jonathan(X.(Coté(established(a(Public(Engagement(Task(Force(to(help(put(this(commitment(into(practice.(Chaired(by(the(Mayor,(the(Task(Force(consisted(of(Councillors(Patrick(Johnstone(and(Mary(Trentadue,(seven(community(members(and(five(staff(members.(

( (Community Voice:

“I want my city to feel like my city and I don't want to feel like a

nuisance when I have questions or concerns.”

Task Force Members:

Mayor Jonathan X. Coté (Chair) Cllr. Patrick Johnstone (Member) Cllr. Mary Trentadue (Member) Chinu Das (Member) Daniel Fontaine (Member) Gabriella Scali (Member) Jennifer Arbo (Member) Nadine Nakagawa (Member) Nancy Shaw (Member) Rnold Smith (Chamber of Commerce Representative, non-voting member)

Staff:

Ashleigh Young (Communications Coordinator) Blair Fryer (Manager of Communications & Economic Development) John Stark (Senior Social Planner) Lynn Roxburgh (Planner) Renee Chadwick (Manager, Queensborough Community Centre) (


The(Task(Force(guided(the(development(of(this(Strategy(to(help(embed(and(reinforce(a(culture(of(and(capacity(for(public(engagement(at(City(Hall.(New(Westminster’s(Public(Engagement(Strategy(provides(guidance(for(the(City’s(engagement(practice.(This(includes:(

• a(set(of(principles(for(public(engagement(by(the(City(of(New(Westminster;(

• considerations(for(evaluating(the(City’s(public(engagement(against(these(principles;(

• recommendations(for(implementation,(and(

• an(action(plan(to(expand(upon(the(City’s(current(engagement(practices.(

The(Strategy(is(accompanied(by(a(Toolkit(that(includes(a(strategic(framework(for(decisionLmaking(and(a(guide(to(planning(engagement(initiatives(and(selecting(concrete(tools(and(methods.(The(strategy(and(toolkit(build(on(the(Task(Force’s(work(in(reviewing(the(City’s(engagement(practice,(identifying(principles(and(promising(practices,(and(soliciting(input(from(community(members(on(their(hopes(and(ideas(for(future(engagement.(The(Task(Force(further(engaged(specialists(from(the(SFU(Centre(for(Dialogue’s(Civic(Engage(program(to(help(deliver(the(Strategy(and(Toolkit.(

Community Voices:

“All city employees and managers who work out of City Hall must […] realize they are on the

‘frontline’ & their response either on the phone or email is crucial to individuals continuing to be

engaged with the city.”

Promising Practice: Love Your City!

On Valentine’s Day 2015, the City asked residents to share their love for the community and engaged them in a conversation about New Westminster’s new Official Community Plan (OCP). The event included fun and interactive ways to get involved.

“Love your City” was part of an extensive engagement process on the OCP that many community members and staff highlighted as a rewarding experience and a way of getting diverse people together in shaping the future of New Westminster.

The OCP engagement process included a traveling community workshop and a “pop-up planning” information booth. The workshops and booths reached twelve different locations, including six community events, allowed people to participate at different times of day, and engaged them in mapping, drawing, writing and other creative exercises.


The(Strategy(reflects(the(ideas(and(feedback(from(community(members,(staff(and(elected(officials(who(participated(in(the(process,(and(it(leverages(existing(public(engagement(standards(and(tools.(Together(with(the(toolkit,(it(provides(guidance(for(designing(public(engagement(initiatives(that(enable(purposeful(public(involvement(in(City(decisionLmaking(and(service(delivery.(

What!is!public!engagement?!

In(a(general(sense,(public(engagement(comprises(all(ways(in(which(the(City(of(New(Westminster(interacts(and(communicates(with(community(members.(Meaningful(public(engagement,(however,(goes(beyond(standard(communications.(It(is(a(transparent(and(collaborative(way(of(shaping(decisions,(policies(and(plans,(and(as(such,(it(supports(the(democratic(process(and(helps(build(community(involvement(and(ownership.((

In(today’s(fastLevolving(and(wellLconnected(world,(better(and(deeper(public(engagement(is(not(just(an(option—it(is(a(must(for(cities(that(want(to(shape(their(future(and(respond(to(increasing(demands(from(community(members(to(be(part(of(this(process.((

The$benefits$of$high-quality$engagement$

Successful(public(engagement(meets(important(needs(for(decisionLmakers(and(community(members:(Elected(officials(want(to(hear(from(citizens(who(are(informed(about(the(issues,(understand(real(world(tradeLoffs,(and(reflect(the(views(of(the(general(public(rather(than(the(“same(ten(people.”(Community(members(wish(to(be(active(participants(in(shaping(their(communities(and(to(know(that(engagement(is(more(than(lip(service,(providing(genuine(opportunities(to(affect(decisions.((

Public Engagement from a User’s Perspective

Good public engagement makes a difference for community members. Imagine the following scenarios: Mark recently moved to New Westminster with his young family and is just starting to learn more about the community. For Mark, good engagement means hearing about engagement opportunities early, receiving background information on the issue that he can read on his way to work, and being able to provide feedback in a way that fits his family’s busy schedule. Dorota is a business owner. New by-laws, policies or construction projects can have direct impacts on her operations. As a result, she wants the City to work in partnership with the business community and be open and responsive to their ideas and initiatives. Jara is a newcomer to Canada and identifies as gender-queer. For Jara, it is important to know that public events are safe, welcoming and give a voice to people from a variety of backgrounds and experiences—including those who are not always heard.


When(designed(to(meet(these(aspirations,(public(engagement(can(provide(a(powerful(tool(that(compliments—not(replaces—expert(advice(and(the(mandates(of(elected(officials.(The(outcome(is(mutual(learning(between(citizens(and(government,(resulting(in(high(quality(decisions(that(are(owned(by(the(communities(they(affect.(

Failing(to(engage(the(public(in(an(appropriate(and(meaningful(way(has(real(consequences(for(the(community(and(for(civic(governance.(This(includes(increased(conflict,(loss(of(trust,(delays(in(decisionLmaking,(higher(costs(for(implementation—and(often(the(need(to(revisit(and(revise(decisions.(Not(least,(a(lack(of(good(engagement(can(mean(missing(out(on(important(opportunities(that(benefit(community(members(and(decisionLmakers,(including(finding(innovative(solutions(for(challenges(the(City(faces(and(inspiring(citizen(action(to(address(problems(or(to(help(build(a(stronger(and(more(resilient(community.((

Investing(in(public(engagement(does(require(resources,(but(it(typically(pays(off(in(many(ways,(including(by(reducing(costs(for(implementing(projects,(reducing(consultant(fees,(focusing(spending(on(what(the(community(needs(the(most(and(developing(new(ideas(that(help(use(resources(efficiently.(

$ $

Public Engagement from a Decision-maker’s Perspective

Good public engagement meets the needs of the public as well as those of the elected officials who are accountable for considering what is best for the entire community based on the wider implications of decisions, including associated trade-offs as well as financial, technical or other constraints. (

How do I know … Good engagement …

… that the results represent the different perspectives existing in the community?

… makes sure that people in the room broadly reflect the diversity of perspectives and experiences in the community.

… that participants will consider the interests of the entire community?!

… gives people a voice, while also encouraging them to listen to others and step outside their individual roles.

… that people’s suggestions don’t contradict the City’s existing plans, our financial responsibilities and technical constraints?

… provides participants with a common fact base to inform their feedback and deliberations.

… that the meeting won’t incite polarization and conflict?

… is carefully designed and facilitated to allow participants to express differing points of view in a respectful way as well as search for common ground.


The$public’s$unique$contributions$to$decision-making$

The(public’s(contributions(complement(those(of(elected(officials,(staff,(stakeholder(groups(and(experts.(

Contributions!of!the!public!include:!

• Sharing!lived!experience!

• Judging!options!relative!to!values!and!identities!

• Representing!own!interests!!

• Contributing!new!ideas!

• Participating!in!collective!action!

• Supporting!implementation!

• ( !

• !

( (

!

!

!

!

Contributions!of!other!actors!include:(

Elected(officials:(

• Fulfilling(electoral(mandate(

• Deepening(democratic(process(

• Fulfilling(fiduciary(duties(

• Accountable(for(decisions(

Staff:(

• Institutional(memory(

• Increasing(understanding(of(legislative(context/process(

• Providing(expert(research(&(analysis(

• Framing(options(and(tradeLoffs(

( (Stakeholder(groups:(

• Reflecting(perspectives(and((interests(of(specific(groups,(minorities(

• Providing(topic(expertise(

• Mobilizing(networks(

• Representing(groups(with(no(voice((sometimes)(

3rd(party(experts:(

• Providing(evidenceLbased(information(

• Developing(policy(options(

• LongLterm(thinking(

• CrossLpollinating(innovations(and(lessons(learned(

• 3rd(party(neutrality(

( ((( (


New!Westminster’s!current!engagement!practice!

New(Westminster(can(build(upon(a(strong(foundation(to(improve(its(public(engagement(practice.(In(a(summary(review(provided(to(the(Task(Force,(the(Development(Services(Department(and(its(Planning(Division(reported(that(in(2014(alone,(it(used(a(range(of(methods(to(meet(the(diverse(communications(needs(of(community(members,(including(New(Westminster’s(CityPage((print(and(online),(newspaper(and(website(ads;(and(notifications(to(advisory(&(community(committees(and/or(communityLrun(associations.(

Many(projects(also(involved(deeper(forms(of(engagement,(conducting(open(houses,(public(meetings(and(surveys(early(in(engagement(processes(to(explore(options(and(gain(initial(feedback.(Advisory(committees,(charrettes(and(focus(groups(were(used(later(in(engagement(processes(to(refine(options(and(

develop(specific(actions.(In(the(case(of(five(projects,(ad(hoc(bodies(were(established(to(help(define(the(options,(inform(the(engagement(process,(interpret(the(results(and(draft(the(policy(or(strategy,(including(possibly(making(recommendations(to(City(Council.(

Departments(also(highlighted(several(barriers(they(face(when(engaging(the(public,(including(tight(project(schedules(and(the(number(of(projects(currently(in(progress.(This(Strategy(seeks(to(improve(public(engagement(by(both(building(on(New(Westminster’s(promising(practices(and(expanding(this(toolbox(with(new(methods.(( (

Promising Practice: New West’s “CityPage”

The City has been informing community members for many years through CityPage, a full page in the New Westminster Record reserved for information about important events, upcoming decisions and engagement opportunities. Both the newspaper page and the online version distributed by email are popular ways for people to stay informed. In a 2015 survey, 41% of respondents reported that they get their information from the newspaper version and another 11% use CityPage Online.

Promising Practice: Child Care Needs Assessment

In 2014, the Development Services Department conducted a representative analysis to determine if certain groups were adequately represented in a child care parent survey. This analysis found that aboriginal, ESL (English as Second Language) and lone parent respondents, as well as those in five neighbourhoods, were equally represented in the survey compared to data from the 2011 Census and 2011 National Household Survey. The analysis also found that other groups and neighbourhoods were under-represented. These findings prompted New Westminster to hold focus groups with under-represented groups.


What!we’ve!heard!from!the!public!

In(the(fall(of(2015,(the(Task(Force(conducted(a(public(survey(to(solicit(information(from(community(members(on(how(they(interact(with(the(City(and(what(their(experience(is(with(New(Westminster’s(public(engagement.(Most(respondents(gave(the(City(a(good,(average(or(fair(rating((33%,(30%(and(12%).(When(it(comes(to(limitations(to(engagement,(lack(of(time((43%),(lack(of(awareness((40%)(and(inconvenient(times((32%)(were(the(most(common(barriers(reported(by(participants.(

In(April(and(May(2016,(the(Task(Force(hosted(two(public(workshops(as(well(as(focus(groups(with(five(of(the(City’s(Advisory(Committees((Seniors,(Multiculturalism,(Access(Ability,(Youth,(and(Community(&(Social(Issues).(These(discussions(provided(an(opportunity(for(participants(to(provide(feedback(on(the(Task(

Force’s(draft(engagement(principles(and(make(suggestions(for(how(to(put(these(into(practice.((

Among(the(many(suggestions(that(community(members(shared,(there(were(a(number(of(themes(that(emerged.(Perhaps(the(most(prominent(message(participants(had(for(the(City(is(that(they(want(to(be(kept(in(the(loop(about(how(their(input(is(being(used(and(what(the(outcomes(of(an(engagement(process(are.(It(is(very(important(to(many(community(members(that(they(receive(a(response(or(acknowledgement(if(they(approach(the(City(with(questions(or(feedback.((

Many(participants(of(the(focus(groups(and(workshops(also(asked(the(City(to(engage(the(public(in(accessible(ways,(which(includes(enabling(participation(for(people(with(different(schedules(and(with(different(abilities,(speaking(accessible(language(and(offering(multiple(

Community Voices:

“I want to know who to talk to at City Hall.” ~

“Transparency and openness are very important. Residents need to have all the information available in order to make an

informed decision and stay aware of issues/concerns/changes.”

~ “Please tell me what I can contribute. What

purpose can I offer? Please tell me what activities are going to happen and provide information ahead of time so I can think

about it.” ~

“Promote ‘we’ thinking – empower citizens to engage in a way they feel comfortable as

the instigators.”

Community Voices:

“The City seems to have a culture of committed, approachable staff.”

~ “Thank you for listening and being enthusiastic about our

ideas.”


channels(for(participation((e.g.(in(person,(online,(paper(surveys).(Providing(information(that(is(easy(to(find(and(access(and(raising(awareness(about(City(processes(emerged(as(another(important(theme.(

The(comments(and(suggestions(from(community(members(have(informed(the(principles,(tools(and(planning(framework(presented(in(this(Strategy.(

(

( (

Promising Practice:

Seniors Engagement Toolkit & Child and Youth Friendly Community Strategy

New Westminster has taken steps to ensure that planning and engagement meet the needs of everyone in the community, including youth and seniors who are not always well-represented in public meetings and standard engagement processes. In 2011, the City produced a Seniors Engagement Toolkit with proven practices and techniques for engaging seniors, with a goal to ensure that civic policies, programs and services are more responsive to the needs of seniors.

In 2014, the City engaged youth, children and parents to develop a Child and Youth Friendly Community Strategy to inform the future design and development of the city and help ensure that neighbourhoods better meet the needs of children, youth and families.


2. A"Vision"for"Public"Engagement"!

Community(members(do(and(should(expect(the(best(possible(engagement(opportunities(from(City(Hall.(Being(involved(in(City(issues(and(decisions(matters(to(them.(And(when(they(share(their(time(and(energy(with(the(City,(they(want(to(know(that(their(participation(and(input(is(valued(and(makes(a(difference.(

Working(with(community(members,(elected(officials(and(staff,(the(Task(Force(has(developed(principles(that(set(goals(and(standards(for(good(public(engagement(in(New(Westminster.(While(the(scale(and(design(of(public(engagement(can(differ(depending(on(topics(or(circumstances,(the(principles(provide(guidance(for(how(the(City(of(New(Westminster(can(maximize(public(participation(and(create(accountability(as(it(expands(upon(its(existing(engagement(practices.((

( !


Principles!for!public!engagement!in!New!Westminster!

(

! Public$Engagement$by$the$City$of$New$Westminster:$

Diversity! Involves(community(members(who(reflect(the(diversity(of(interests(and(opinions(in(the(community.(

Accessibility!&!Inclusion!Achieves(accessibility(for(all(community(members,(recognizes(their(right(to(participate(and(values(the(knowledge(and(experience(they(contribute.(

Respect! Creates(a(respectful(environment(that(builds(trust(and(maximizes(the(contributions(of(community(members(and(staff.(

Informed!Discussion! Provides(community(members(with(accessible(and(timely(information(on(City(matters(and(processes.(

Partnership! Works(in(partnership(with(community(members(and(builds(on(community(initiative(and(ownership.(

Transparency! Actively(communicates(transparent(information(about(process(and(outcomes(for(each(public(engagement(initiative.(

Responsiveness! Acknowledges(and(responds(to(community(members’(input(and(requests(for(information.(

Commitment!to!Learning!&!

Improvement!

Continuously(improves(public(engagement(practices(through(measurement(and(evaluation,(and(the(use(of(innovative(methods(and(technologies.(

! ((

( !


What!does!good!engagement!look!like?:!Considerations!for!evaluation!

How(will(the(City(know(whether(New(Westminster(is(succeeding(in(putting(its(public(engagement(principles(into(practice?(The(table(below(lists(considerations(for(measuring(the(success(of(public(engagement(initiatives(against(those(principles.((

Diversity!

• Groups(directly(or(indirectly(affected(by(decisions(are(identified(

• Planning(for(public(engagement(initiatives(includes(concrete(and(inclusive(measures(to(achieve(diverse(participation(

• Inclusion(of(diverse(experiences,(interests(and(perspectives(is(measured(

Accessibility!&!Inclusion!

• Venues,(language(and(communications(channels(are(assessed(for(their(accessibility(when(planning(public(engagement(initiatives(

• Planning(for(public(engagement(initiatives(includes(concrete(steps(to(mitigate(barriers(to(participation(

• Participants(are(offered(multiple(channels(and(formats(to(engage(for(different(abilities(and(learning(styles(

Respect!

• Public(engagement(events(and(initiatives(establish(ground(rules(that(ensure(respectful(conversations(

• Surveys(and(evaluations(measure(the(experiences(and(attitudes(of(community(and(staff(

Informed!Discussion!

• Community(members(have(access(to(the(information(necessary(for(meaningful(participation(

• Information(is(provided(in(simple(language(and(with(adequate(time(to(process(

• Community(members(have(an(increased(understanding(about(how(the(City(makes(decisions((

Partnership!• Relationships(with(individuals(and(organizations(in(the(community(are(

established(and(strengthened(

• Public(engagement(builds(on(initiatives(from(the(community(

! • ((


Transparency!

• The(public(is(informed(about(the(intended(outcomes(of(public(engagement(initiatives(and(how(their(input(will(be(used(and(affect(decisionLmaking(

• A(summary(of(the(public’s(input(is(compiled(and(released(following(each(public(engagement(activity(

• Participants(and(the(public(receive(information(on(the(results(of(engagement(initiatives,(how(decisions(were(made(and(what(role(their(input(played(

! (

Responsiveness!!

• Input(provided(by(community(members(is(acknowledged(and(considered((

• Community(members’(requests(for(information(are(responded(to(in(a(timely(manner(

Commitment!to!Learning!&!

Improvement!

• City(progress(towards(achieving(these(engagement(principles(is(measured,(documented(and(used(for(improvement(

• Engagement(initiatives(integrate(evaluation(tools(beginning(in(the(early(planning(stages(

• Engagement(initiatives(apply(innovative(methods(and(technologies((

!

!

(( (


3. Task%Force%Recommendations!

To(fully(realize(its(vision(for(public(engagement,(the(City(of(New(Westminster(will(need(to(pilot(new(ways(to(engage(community(members(and(take(steps(to(build(upon(its(internal(knowledge(and(capacity.(To(achieve(these(objectives,(the(Public(Engagement(Task(Force(has(developed(the(following(recommendations.((

The(Task(Force(recommends(that(the(City(of(New(Westminster:(

1. Provide(clear(and(easyLtoLaccess(information(about(engagement(initiatives(and(civic(operations,(and(improve(the(City’s(consistency(in(“closing(the(loop”(with(community(members(who(provide(input.(

2. Pilot(new(methods(to(engage(residents(and(stakeholders(in(ways(that(maximize(collaboration,(relationship(building(and(the(quality(of(engagement(outcomes.(

3. Develop(new(methods(that(bring(engagement(“to(the(people”(to(increase(accessibility,(convenience(and(diversity(of(input.(

4. Select(and(implement(engagement(technologies(consistent(with(New(Westminster’s(Intelligent(City(Strategy(to(increase(the(breadth(and(depth(of(public(involvement.(

5. Integrate(New(Westminster’s(Public(Engagement(Strategy(into(the(City’s(strategic(planning(and(decisionLmaking(processes,(and(adopt(the(Strategy’s(Strategic(Framework((Appendix(B)(and(Public(Engagement(Principles((Section(2)(as(a(basis(for(planning(and(evaluating(all(major(public(engagement(activities.(

6. Expand(the(mandate(of(the(Communications(Division((Office(of(the(Chief(Administrative(Officer)(to(oversee(and(implement(New(Westminster’s(Public(Engagement(Strategy.(

7. Offer(ongoing(engagement(training,(coordination(and(recognition(for(City(staff(to(support(organizational(learning(and(improvement.(

(

See(Appendix(A(for(a(list(of(specific(actions(associated(with(each(recommendation.


Appendix(A:(Public'Engagement'Action'Plan!

The$Public$Engagement$Action$Plan$provides$a$series$of$measurable$steps$for$the$City$of$New$Westminster$to$implement$its$Public$Engagement$

Strategy,$in$support$of$the$recommendations$and$detailed$priorities$developed$by$the$Public$Engagement$Task$Force.$Dollar$signs$($$)$have$been$used$to$identify$the$relative$cost$of$each$action,$considering$both$staff$time$and$financial$resources.$Actions$are$divided$by$completion$date:$“quick$

starts”$by$March$2017,$mediumOterm$actions$by$March$2018,$and$longOterm$actions$by$March$2019.$Detailed$cost$estimates$for$Action$Plan$items$

will$be$developed$at$the$start$of$each$phase.$

$

Recommendations! Actions!

1. Provide$clear$and$easyOtoOaccess$information$about$

engagement$initiatives$and$

civic$operations,$and$

improve$the$City’s$

consistency$in$“closing$the$

loop”$with$community$

members$who$provide$

input.$

$

Quick$start$(by$March$2017)$

a) Revise$City$of$New$Westminster$website$(complete).$$$$b) Work$with$Finance$Department$to$mail$an$infographic

1$to$every$resident$at$tax$time$communicating$the$value$residents$

receive$from$their$tax$dollars.$Include$an$invitation$inviting$residents$to$register$in$order$to$receive$email$notifications$of$

future$online$and$inOperson$engagement$opportunities.$$$$$

MediumOterm$(by$March$2018)$

c) Develop$corporate$branding$standards$for$public$engagement$activities,$including$templates$for$frequently$required$

collateral.$$$$d) Work$with$Literacy$New$Westminster$to$develop$plain$language$guidelines$and$conduct$targeted$training$with$key$staff$

in$each$Department,$including$reviewing$plain$language$guidelines$for$development$application$notice$boards2.$$$

e) Provide$community$members$with$a$central$and$accessible$web$presence3$to$find$information$about$upcoming$

engagement$opportunities,$as$well$as$report$out$on$past$engagement$results$and$how$they$impacted$final$decisions$

(beginning$with$engagement$results$from$the$Official$Community$Plan).$$$$

LongOterm$(by$March$2019)$

f) Conduct$a$communications$review$in$collaboration$with$all$publicOfacing$units$to$identify$opportunities$to$integrate$

visuals$and$plain$language$descriptions$in$their$communications$materials.$Provide$graphic$design$support$to$make$

improvements.$$$$$

$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

1$For$example,$see$City$of$Victoria$infographic$in$IAP2$Canada$2015$Core$Values$Awards$video$(2:45):$https://www.youtube.com/watch?v=K6i9zXEwkvw$$

2$For$examples,$see$Dave$Meslin’s$Dazzling$Notice$Awards:$http://www.dazzleawards.ca/$$



2. Pilot$new$methods$to$

engage$residents$and$

stakeholders$in$ways$that$

maximize$collaboration,$

relationship$building$and$

the$quality$of$engagement$

outcomes.$


a) Pilot$Deliberative$Dialogue4$as$a$model$for$collaborative$decisionOmaking,$where$participants$who$reflect$the$diversity$of$

their$community$receive$background$information$and$work$in$small$groups$to$develop$recommendations$for$Council.$

The$timeline$for$this$action$will$depend$upon$the$identification$of$a$suitable$engagement$topic.$$$$$$


b) Study$the$feasibility$of$Participatory$Budgeting5—a$process$where$the$City$allocates$discretionary$funds$to$support$

communityOinitiated$projects,$with$community$members$developing$project$ideas$with$staff$assistance$and$voting$to$

select$winning$projects—and$report$back$to$Council$with$potential$benefits$and$costs.$$$!/!$$$$!(funds$may$be$reO

allocated$or$net$new)$

3. Develop$new$methods$that$

bring$engagement$“to$the$

people”$to$increase$

accessibility,$convenience$

and$diversity$of$input.$


a) Pilot$a$“PopOup$City$Hall6”$kiosk,$tent$or$truck$that$brings$frequently$required$city$services$and$information$to$major$

community$events.$Create$a$fully$costed$implementation$plan.$$$$!/!$$$$$b) Identify$constituencies$that$are$most$underOrepresented$in$public$engagement$and$create$a$centralized$list$of$known$

relationships,$communications$vehicles$and$methods$to$better$reach$these$constituencies.$Examples$include,$but$are$not$

limited$to:$youth,$recent$immigrants,$renters,$lowOincome$residents$and$residents$with$dis/abilities.!$$$


c) Explore$training$“PopOup$City$Hall”$auxiliary$staff$to$act$as$engagement$ambassadors$for$streetOlevel$interaction$during$

major$public$consultations$(funded$by$budgets$of$individual$engagement$initiatives).$$$d) Identify$or$develop$communityObased$engagement$champions$who$can$encourage$and/or$facilitate$participation$within$

underOrepresented$communities.$$$$e) Create$an$accessibility$policy$to$identify$and$support$City$responsibilities$in$mitigating$barriers$to$participation.$Provide$

training$for$staff$to$operationalize$policy.$$$$

$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

3$For$examples,$see$City$of$Vancouver:$http://vancouver.ca/yourOgovernment/citizenOinvolvement.aspx)$and$Province$of$British$Columbia$

(https://engage.gov.bc.ca/govtogetherbc/$$$

4$For$example,$see$process$used$by$District$of$North$Vancouver:$https://www.sfu.ca/dialogue/watchOreadOdiscover/deepOcoveOcommunityOdialogue.html$$

5$For$an$overview$of$Participatory$Budgeting$in$Canada$and$the$United$States,$see:$http://www.publicagenda.org/pages/publicOspendingObyOtheOpeople$$

6$For$example,$see$City$of$Vancouver:$http://vancouver.ca/yourOgovernment/popOupOcityOhall.aspx$$



4. Select$and$implement$engagement$technologies$consistent$with$New$Westminster’s$Intelligent$City$Strategy$to$increase$the$breadth$and$depth$of$public$involvement.$

$

Quick$start$(by$March$2017)$a) Initiate$a$pilot$for$a$standardized$online$engagement$platform,$to$be$centrally$supported$by$the$Communications$

Division$and$available$for$use$by$all$departments.$$$$$$LongOterm$(by$March$2019)$

b) Work$with$the$Finance$Department$to$pilot$an$online$budget$tool$or$calculator$early$in$the$budgeting$process,$for$the$purpose$of$increasing$community$member$knowledge$of$City$budget$processes$and$tradeOoffs$and$to$allow$for$higher$quality$feedback.$This$tool$could$also$be$applied$to$large$capital$projects.$

c) Evaluate$the$benefits$and$costs$of$using$social$media$tools$such$as$Twitter$or$Google$Hangouts$to$enable$increased$accessibility$and$interaction,$such$as$remote$viewing$and/or$participation$in$appropriate$workshops,$and$providing$questions/feedback$to$Council.$$$$

d) Work$with$the$Intelligent$City$Digital$Literacy$Working$Group$to$ensure$that$all$community$members$have$access$to$computers$and$the$Internet$as$the$City$embraces$digital$communications$and$engagement.$$$$$

e) Complete$a$feasibility$study$for$establishing$a$single$point$of$contact$for$resident$communications—such$as$collaborating$with$other$municipalities$on$a$Civic$311$phone$and$social$media$information$service,$reverse$311$services$allowing$the$City$to$contact$local$residents$(e.g.$alerts$for$water$main$break),$or$implementing$a$webObased$question$and$answer$system7—and$report$back$to$Council$with$potential$benefits$and$costs.$$!(study);!$$$$$!(311!service)$

5. Integrate$New$Westminster’s$Public$Engagement$Strategy$into$the$City’s$strategic$planning$and$decisionOmaking$processes,$and$adopt$the$Strategy’s$Strategic$Framework$and$Public$Engagement$Principles$as$a$basis$for$planning$and$evaluating$all$major$public$engagement$activities.$

Quick$start$(by$March$2017)$a) Provide$a$Public$Engagement$Toolkit$for$New$Westminster$engagement$staff$to$help$create$consistency$in$engagement$

practices$(complete).$$$b) Implement$a$policy$to$improve$consistency$for$planning$and$reporting$on$all$engagement$initiatives$designated$as$

medium$or$high$impact/risk.$This$policy$should$require$staff$to:$I. Submit$an$engagement$plan$for$signOoff$by$the$final$decisionOmakers$or$project$sponsors,$answering$the$

questions$posed$in$New$Westminster’s$Public$Engagement$Strategic$Framework$(see$Appendix$B).$$II. Present$a$summary$of$engagement$outputs$and$evaluation$results$to$the$final$decisionOmakers$or$project$

sponsors,$using$the$public$engagement$principles$and$evaluation$considerations$in$Section$2$as$a$basis$for$evaluation$(e.g.$number$of$participants,$demographic$profile,$etc.).$

III. Create$a$summary$of$how$public$input$impacted$final$decisions$(including$any$reasons$for$why$public$input$was$not$acted$upon,$if$applicable).$This$summary$should$use$accessible$language$and$visuals,$and$should$be$circulated$to$participants$and$posted$to$the$City’s$public$engagement$web$presence.$$$

$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

7$For$example,$see$City$of$Surrey$MySurrey$mobile$application:$http://www.surrey.ca/cityOgovernment/17502.aspx$$



MediumOterm$(by$March$2018)$c) Work$with$relevant$departments$to$develop$a$checklist$of$minimum$corporate$standards$for$engagement$activities$(e.g.$

notification$periods,$formats$offered,$accessibility$requirements,$information$provided,$etc.).$d) Publish$a$concise$annual$summary$on$the$City’s$public$engagement$activities,$using$standard$indicators$to$evaluate$

performance$against$New$Westminster’s$engagement$principles$(see$Section$2).$$$$e) With$reference$to$New$Westminster’s$engagement$principles$and$evaluation$standards,$clarify$expectations$for$third$

parties$(e.g.$property$developers,$other$government$agencies)$in$conducting$independently$managed$public$engagement$activities$that$will$inform$Council$decisionOmaking.$

6. Expand$the$mandate$of$the$Communications$Division$(Office$of$the$Chief$Administrative$Officer)$to$oversee$and$implement$New$Westminster’s$Public$Engagement$Strategy.$

Quick$start$(by$March$2017)$a) Allocate$$150,000$in$new$annual$funding8$to$implement$the$Public$Engagement$Strategy$starting$in$fiscal$year$

2017/2018.$This$funding$would$be$invested$in$1$FTE$of$temporary,$dedicated$staff$support$to$build$New$Westminster’s$public$engagement$capacity,$as$well$as$a$Strategic$Engagement$Initiatives$Fund$to$support$Strategy$operationalization.$$$$$$

b) Confirm$detailed$responsibilities$of$the$Communications$Division9$in$supporting$and$overseeing$New$Westminster’s$Public$Engagement$Strategy,$while$also$reaffirming$the$ongoing$responsibilities$of$individual$departments$in$planning$and$implementing$public$engagement$initiatives.$$$

c) Hire$a$dedicated$public$engagement$staff$person$beginning$on$a$temporary$basis,$with$a$target$start$date$of$April$1,$2017.$$$

$MediumOterm$(by$March$2018)$

d) TopOup$budget$for$the$Strategic$Engagement$Initiatives$Fund$to$support$the$addition$of$medium$and$longOterm$engagement$priorities.$Examples$of$potential$increments$include$the$costs$of$Participatory$Budgeting$and$Civic$311,$if$pursued.$$!TBD$

$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

8$Potential$line$items$include:$staffing,$strategic$engagement$initiatives,$outreach$and$advertising,$training,$accessibility,$an$online$engagement$platform,$graphic$design$to$improve$public$facing$information,$and$popOup$city$hall$operations.$This$budget$does$not$replace$existing$public$engagement$budgets$within$individual$departments/projects.$9$Appendix$C$includes$a$list$of$responsibilities$in$draft$form.$These$responsibilities$are$illustrative$in$nature$only$and$will$be$subject$to$further$direction$from$the$Office$of$the$Chief$Administrative$Officer.$



7. Offer$ongoing$engagement$training,$coordination$and$recognition$for$City$staff$to$support$organizational$learning$and$improvement.$

Quick$start$(by$March$2017)$a) Identify$engagement$leads$within$each$department$who$can$provide$internal$coaching$and$support,$liaise$with$the$

Communications$Division,$and$participate$in$the$City’s$community$of$practice$for$engagement$staff.$$$b) Create$an$engagement$calendar$to$allow$staff$across$departments$to$coordinate$initiatives.$$$c) Provide$Public$Engagement$Strategy$training$for$affected$staff$on$a$range$of$relevant$topics$(e.g.$how$to$plan$

engagement$initiatives,$facilitation$training,$addressing$sensitive$topics,$etc.).!$$$MediumOterm$(by$March$2018)$

d) Initiate$a$community$of$practice$for$engagement$staff$across$all$units$to$build$staff$capacity,$reinforce$organizational$learning$and$provide$professional$development$opportunities.$$$$

e) Work$with$Human$Resources$to$offer$a$leadership$training$series$focused$on$public$engagement.$$$$f) Create$reference$materials$and$build$expertise$to$provide$guidance$on$structure$of$formal$engagement$structures$such$

as$advisory$committees,$public$hearings,$residents’$association$liaisons,$etc.$$$$$LongOterm$(by$March$2019)$

g) Work$with$Human$Resources$to$update$staff$job$descriptions$and$performance$reviews$to$highlight$duties$related$to$public$engagement.$$$

h) Work$with$Human$Resources$to$create$a$system$for$recognition$and$positive$reinforcement$of$staff/departmental$engagement$success$stories.$

$$ $


Table$1$presents$a$summary$of$New$Westminster’s$Public$Engagement$Action$Plan$by$planned$completion$date:$$Quick!Starts!(by!March!2017)!

• Revise$website$(complete)$• Provide$public$engagement$toolkit$

(complete)$• Mail$infographic$at$tax$time$• Initiate$pilot$for$standardized$online$

engagement$platform$• Create$planning$and$reporting$policy$for$

high/medium$impact$engagement$initiatives$

• Confirm$Communications$Division’s$oversight$of$Strategy$and$allocate$new$annual$funding$to$support$implementation$

• Identify$engagement$leads$within$each$department$

• Create$engagement$calendar$• Provide$training$on$Public$Engagement$

Strategy$$

Medium/term!(by!March!2018)!• TopOup$Strategic$Engagement$Initiatives$

Fund$to$implement$mediumOterm$deliverables$

• Develop$plain$language$guidelines$• Create$a$central$engagement$web$presence$• Pilot$Deliberative$Dialogue$• Pilot$“PopOup$City$Hall”$and$create$fully$

costed$implementation$plan$• Identify$underOrepresented$constituencies$

and$document$methods$to$reach$these$• Publish$annual$summary$and$evaluation$of$

City’s$engagement$• Initiate$community$of$practice$• Offer$an$engagement$leadership$series$• Create$reference$materials$for$formal$

engagement$processes$• Develop$minimum$engagement$standards$• Offer$leadership$training$series$• Create$branding$guidelines$and$templates$

$

Long/term!(by!March!2019)!• Train$PopOup$City$Hall$auxiliary$staff$to$act$

as$streetOlevel$ambassadors$for$engagement$initiatives$

• Communications$review$• Study$feasibility$of$Participatory$Budgeting$• Identify$community$champions$to$facilitate$

participation$by$underOrepresented$groups$• Create$accessibility$policy$• Evaluate$benefits$and$costs$of$interaction$

through$social$media$tools$• Work$to$ensure$community$members$have$

access$to$computers$and$the$Internet$• Update$job$descriptions$• Complete$feasibility$study$of$Civic$311$or$

similar$customer$service$system$$• Create$system$for$recognition$and$positive$• Pilot$online$budget$tool$or$calculator$

reinforcement$

Table!1:!Summary!of!Action!Plan!by!planned!completion!date!

$ $

$

City of New Westminster – Draft Public Engagement Strategy 21

Appendix B: Strategic Framework for Public Engagement Initiatives

Strategic consideration 1: What question(s) are we asking the public? What is the opportunity for engagement? What are the risks of not engaging (more

deeply)? What is on or off the table?

Strategic consideration 2: What are we trying to achieve? Raising awareness and education Transforming conflicts

Exploring ideas and information Contributing to decision-making

Mobilizing collaborative action

Strategic consideration 3: How will our decisions affect communities?

What is the impact on the whole community?

What is the impact on specific areas and/or groups within the community?

Strategic consideration 4: How will the community’s input affect decisions?

What is our promise to the public? (IAP2 Spectrum)

Inform: “We will keep you informed.”

Consult: “We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how public input influenced the decision. We will seek your feedback on drafts and proposals.”

Involve: “We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision.”

Collaborate: “We will work together with you to formulate solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.”

Empower: “We will implement what you decide.”

Strategic consideration 5: What is the scale of engagement?

How broad should the reach of engagement be?

What is the budget for engagement and how does it relate to the overall project budget?

Strategic consideration 6: How will we follow through?

How will we report back to the community?

How will we continue to engage and work with the community?


Appendix(C:(Draft(Public(Engagement(Oversight(Responsibilities(for$Communications+Division!

The!responsibility!for!overseeing!and!implementing!New!Westminster’s!Public!Engagement!

Strategy!will!rest!with!the!Communications!Division,!contingent!on!sufficient!resources!being!

provided!to!take!on!this!additional!scope.!This!centralized!support!role!does!not!replace!the!

responsibilities!of!individual!departments!to!conduct!public!engagement!initiatives!and!build!

internal!engagement!expertise.!

Draft!responsibilities!include:!

• Supporting!departments!in!building!capacity!to!plan!and!carry!out!engagement!

activities,!and!coordinating!activities!across!departments.!

• Allocating!funding!from!the!Strategic!Engagement!Initiatives!Fund!to!create!centralized!

engagement!tools!and!infrastructure,!pilot!and!operationalize!new!engagement!

methods,!and!support!New!Westminster’s!public!engagement!priorities.!

• Overseeing!organizationLwide!evaluation!and!learning,!including!documenting!promising!

practices!and!recognizing!the!success!of!City!staff!and!departments.!

• Maintaining!centralized,!publicLfacing!engagement!information,!and!supporting!units!

across!the!City!of!New!Westminster!to!provide!accessible!information!and!a!positive!

user!experience.!

• Partnering!with!departments!in!the!strategic!planning!and!evaluation!of!major!

engagement!projects,!including:!

o Coordinating!prioritization!and!timing!across!the!full!suite!of!City!engagement!

activities.!

o Helping!to!standardize!the!“look!and!feel”!of!engagement!collateral!by!providing!

feedback!on!adherence!to!branding!standards!and!referring!departments!to!

internal!or!external!graphic!designers!familiar!with!the!City’s!design!standards.!

o Jointly!outlining!the!draft!purpose!and!scope!of!each!engagement!initiative!using!

New!Westminster’s!strategic!framework!and!presenting!in!draft!form!to!final!

decisionLmakers!(e.g.!Council,!senior!staff)!for!confirmation.!

o Advising!on!the!design!of!engagement!strategies!using!New!Westminster’s!Public!

Engagement!toolkit.!

o Jointly!developing!evaluation!process!and!indicators.!

o Reviewing!major!publicLfacing!collateral!to!ensure!use!of!simple!language,!visual!

aids,!and!consistency!with!corporate!branding!standards.!

o Assisting!in!the!implementation!of!engagement!tasks!requiring!specialized!

skillsets!(e.g.!online!engagement,!deliberative!dialogues,!etc.).!

! !


References!

In!developing!this!Engagement!Strategy,!the!Task!Force!has!benefited!from!the!following!resources!that!provide!further!useful!information!on!public!engagement!best!practices.!

• David!Meslin/TedX!Toronto:!Redefining!Apathy,!https://youtu.be/LuHNVYW4tW0!!

• City!of!Edmonton!Council!Initiative!on!Public!Engagement/Centre!for!Public!Involvement!(2016),!Strengthening!Public!Engagement!in!Edmonton,!http://www.edmonton.ca/city_government/documents/StrengtheningPublicEngagementinEdmonton_July2015.pdf!!

• City!of!Victoria,!Foundations!for!Success:!A!Strategy!to!Improve!Civic!Engagement!at!the!City!of!Victoria,!http://www.victoria.ca/assets/Departments/Communications/Documents/Civic_Engagment.pdf!!

• International!Association!for!Public!Participation,!IAP2!Core!Values!of!Public!Participation,!http://c.ymcdn.com/sites/www.iap2.org/resource/resmgr/imported/CoreValues.pdf!!

• International!Association!for!Public!Participation,!IAP2!Public!Participation!Spectrum,!http://c.ymcdn.com/sites/www.iap2.org/resource/resmgr/Foundations_Course/IAP2_P2_Spectrum.pdf!!

• Monitor!Institute/Rockefeller!Foundation!(2013),!Gather,!The!Art!&!Science!of!Effective!Convening,!https://assets.rockefellerfoundation.org/app/uploads/20130626174021/GatherKTheKArtKandKScienceKofKEffectiveKConveing.pdf!!

• Nabatchi,!Tina!and!Leighninger,!Matt!(2015),!Public!Participation!for!21st!Century!Democracy!(Hoboken:!JosseyLBass).!!

• Township!of!Langley!(2016),!Public!Engagement!Strategy!for!Planning!and!Development,!prepared!by!the!Mayor’s!Standing!Committee!on!Public!Engagement!with!Support!from!Modus!Planning,!Design!&!Engagement!Inc.,!http://www.tol.ca/Portals/0/FileShare/Council/2016K03K21%20Public%20Engagement%20Strategy%20complete%20with%20Implementation%20Plan.pdf!!

• City!of!Vancouver!(2014),!Vancouver!Mayor’s!Engaged!City!Task!Force,!Final!Report,!http://vancouver.ca/files/cov/finalKreportKengagedKcityKtaskKforceK2014.pdf!!

!